Strategic intelligence for the future 2 : A new information function approach

238 Pages·2019·15.774 MB·English

by  Clerc, Philippe, Dou, Henri, Juillet, Alain

Strategic Intelligence for the Future 2
Strategic Intelligence

for the Future 2

A New Information Function Approach

Henri Dou
Alain Juillet
Philippe Clerc
First published 2019 in Great Britain and the United States by ISTE Ltd and John Wiley & Sons, Inc.
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© ISTE Ltd 2019
The rights of Henri Dou, Alain Juillet and Philippe Clerc to be identified as the authors of this work have
been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.
Library of Congress Control Number: 2019930609

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A CIP record for this book is available from the British Library
ISBN 978-1-78630-390-5
Contents
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
Chapter 1. From Information Metabolism to
Economic Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2. Information metabolism according to Timothy Powell . . . . . . . . . . 2
1.3. Let us examine this concept in more detail . . . . . . . . . . . . . . . . . 3
1.4. Organizations and human beings . . . . . . . . . . . . . . . . . . . . . . . 4
1.4.1. Individuation according to Jung . . . . . . . . . . . . . . . . . . . . . 5
1.4.2. Individuation according to Simondon . . . . . . . . . . . . . . . . . . 6
1.5. Change within organizations via the
information function and an epigenetic approach . . . . . . . . . . . . . . . . 7
1.6. The zone of proximal development . . . . . . . . . . . . . . . . . . . . . . 9
1.7. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
1.8. References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Chapter 2. Changing Our Way of Thinking . . . . . . . . . . . . . . . . . . 15
2.1. Plato’s cave, or the fight against the world of received ideas. . . . . . . 16
2.2. A society without schools . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2.3. On the intelligence cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
2.4. Thinking outside the box and the iron cage . . . . . . . . . . . . . . . . . 19
2.4.1. Thinking outside the box . . . . . . . . . . . . . . . . . . . . . . . . . 19
2.4.2. The iron cage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
2.5. Holistic thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
2.6. Lateral thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
vi Strategic Intelligence for the Future 2
2.7. To unravel Parkinson’s law and received ideas . . . . . . . . . . . . . . . 24
2.7.1. Parkinson’s law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
2.7.2. The cost of received ideas . . . . . . . . . . . . . . . . . . . . . . . . . 25
2.8. The individual and their behavior . . . . . . . . . . . . . . . . . . . . . . . 26
2.9. Thinking about the future or a return to future studies . . . . . . . . . . 28
2.9.1. General remarks on future studies . . . . . . . . . . . . . . . . . . . . 28
2.9.2. Foresight in business . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
2.9.3. Regional prospective . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
2.10. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
2.11. References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Chapter 3. Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
3.1. Some definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
3.2. The innovation mechanism . . . . . . . . . . . . . . . . . . . . . . . . . . 46
3.3. Different types of innovation . . . . . . . . . . . . . . . . . . . . . . . . . 48
3.3.1. The development of innovation . . . . . . . . . . . . . . . . . . . . . 48
3.4. Restraints on developing innovation . . . . . . . . . . . . . . . . . . . . . 52
3.5. Science, technology and innovation policies . . . . . . . . . . . . . . . . 54
3.5.1. Innovation systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
3.5.2. A quick comparison between France and Germany . . . . . . . . . . 57
3.5.3. The evolution of innovation policy
in the United States. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
3.5.4. Innovation in Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
3.5.5. The European Union and innovation . . . . . . . . . . . . . . . . . . 64
3.5.6. The role of cities in innovation systems . . . . . . . . . . . . . . . . . 67
3.6. Public innovation policies in France . . . . . . . . . . . . . . . . . . . . . 68
3.6.1. Innovation and territories . . . . . . . . . . . . . . . . . . . . . . . . . 69
3.7. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
3.8. References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Chapter 4. Formal Information Research . . . . . . . . . . . . . . . . . . . 75
4.1. The importance of the time factor in scientific data . . . . . . . . . . . . 76
4.2. Different information typologies . . . . . . . . . . . . . . . . . . . . . . . 77
4.3. Information research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
4.4. Research practices: reductionist, holistic . . . . . . . . . . . . . . . . . . 80
4.4.1. The reductionist approach . . . . . . . . . . . . . . . . . . . . . . . . . 80
4.4.2. The holistic approach . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
4.4.3. Holistic approach and meta-information or metadata . . . . . . . . . 81
4.5. On scientific journals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
4.6. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
4.7. References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Contents vii
Chapter 5. Examples of Bibliometric Analysis
of Scientific Information and Patents . . . . . . . . . . . . . . . . . . . . . 97
5.1. Specialist search engines . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
5.1.1. Carrot2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
5.1.2. Wikimindmap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
5.1.3. Newsmap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
5.2. Scientific publications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
5.2.1. Google Scholar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
5.2.2. Access to Google Scholar since PoP (Publish or Perish) . . . . . . . 107
5.2.3. The Web of Science (WoS) . . . . . . . . . . . . . . . . . . . . . . . . 110
5.2.4. Pubmed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
5.3. Information contained in the patents . . . . . . . . . . . . . . . . . . . . . 120
5.3.1. General remarks on patents . . . . . . . . . . . . . . . . . . . . . . . . 120
5.3.2. Analyzing patent information . . . . . . . . . . . . . . . . . . . . . . . 124
5.4. Text mining from unstructured texts . . . . . . . . . . . . . . . . . . . . . 138
5.5. Automatic summaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
5.6. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
5.7. References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
Chapter 6. Social Networks . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151
6.1. Different types of social networks . . . . . . . . . . . . . . . . . . . . . . 152
6.2. General remarks on social networks . . . . . . . . . . . . . . . . . . . . . 155
6.2.1. Why use social networks in a business?. . . . . . . . . . . . . . . . . 155
6.2.2. The risks of social networks in a business . . . . . . . . . . . . . . . 156
6.3. The dangers of social networks . . . . . . . . . . . . . . . . . . . . . . . . 157
6.4. Minimizing negative influence on social networks . . . . . . . . . . . . 158
6.5. An example of an international social network:
the Confucius Institutes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160
6.5.1. Public diplomacy and Confucius Institutes . . . . . . . . . . . . . . . 160
6.5.2. Structuring the network of Confucius Institutes . . . . . . . . . . . . 161
6.6. Examples of software enabling analysis of social networks . . . . . . . 163
6.6.1. Analyzing tweets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
6.6.2. Sentiment mining or opinion mining . . . . . . . . . . . . . . . . . . 165
6.6.3. A more general approach: analyzing tweets in social networks . . . 168
6.7. Beyond socialbots and other IT systems, human action: fake news . . . 170
6.7.1. The fake news dynamic . . . . . . . . . . . . . . . . . . . . . . . . . . 170
6.7.2. Beyond publishing online . . . . . . . . . . . . . . . . . . . . . . . . . 171
6.8. You love, you “like”, you click, you evaluate,
but beware of “click farms” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
6.8.1. Calling Facebook into question? . . . . . . . . . . . . . . . . . . . . . 172
6.8.2. Click farms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
6.8.3. A new type of fake news . . . . . . . . . . . . . . . . . . . . . . . . . 174
viii Strategic Intelligence for the Future 2
6.9. Big Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174
6.9.1. The development of Big Data analytics . . . . . . . . . . . . . . . . . 176
6.10. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
6.11. References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177
Chapter 7. Information and Economic Security . . . . . . . . . . . . . . 185
7.1. Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
7.1.1. Physical security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
7.1.2. Security, personnel and visitors . . . . . . . . . . . . . . . . . . . . . 186
7.1.3. Security of immaterial goods . . . . . . . . . . . . . . . . . . . . . . . 190
7.2. Disinformation and image management . . . . . . . . . . . . . . . . . . . 192
7.3. Pressure groups and NGOs . . . . . . . . . . . . . . . . . . . . . . . . . . . 194
7.4. IT security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197
7.5. Safeguarding data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203
7.6. Respecting security clearance . . . . . . . . . . . . . . . . . . . . . . . . . 203
7.7. Crisis management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
7.8. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
7.9. References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211
Summary of Contents of Volume 1 . . . . . . . . . . . . . . . . . . . . . . . 215
Preface
Information and information research, interpretation and use can no
longer be considered within a strictly national framework. This brings some
urgency to understanding other cultures and prompts the use of tools that
permit a multilingual vision of knowledge. Information is becoming more
and more open and accessible, going hand in hand with the need for a
multidisciplinary approach to the problems that need to be solved. This
requires looking beyond very specialized but closed systems and integrating
into strategic thinking multiple aspects of intelligence: scientific,
technological, economic, organizational, societal and cultural.
At the same time, technology enables the research, analysis and diffusion
of information in real time to multiple stakeholders. This dynamic is
becoming an essential lever in the transformation of business and
organizations by opening up their capacity for world intelligence, new
innovation ecosystems and unprecedented ruptures.
One of the significant consequences of this mutation is that it obliges the
decider to place it at the heart of their system for decision making and
strategic governance. It in fact obliges them to adopt a resolutely
anticipatory posture, to define a realistic and detailed vision placing “data
control” and analysis at the heart of all strategies.
Digital transition has always accompanied the evolution of economic
intelligence, but technological evolutions, changes in the international
environment and intense competition are leading to a real rupture. This is
acquiring a critical character which must generate within businesses a
capacity for resilience through this breakthrough innovation.
x Strategic Intelligence for the Future 2
In particular, strategic information, its collection, analysis and
understanding will create, within businesses and organizations, “self-
criticisms”, which are transmissible and generate the mutation needed to
understand, interpret and act in a moving and ever more complex world.
Henri DOU
Alain JUILLET
Philippe CLERC
January 2019